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Sport Sector Plan 2009 --- 2030

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Sport Sector Plan 2009 --- 2030 FINAL DRAFT SPORT SECTOR PLAN 2009 --- 2030 Sport Task Force September 2009 Table of Contents Page 1. Introduction 1 2. Situational Analysis – Jamaica’s Sport Sector 3 2.1 Overview 3 2.2 Issues and Challenges 7 3. SWOT Analysis 10 4. Strategic Vision and Planning Framework – Sport 13 4.1 Vision Statement – Sport 13 4.2 Strategic Planning Framework 14 4.3 Sector Indicators and Targets 16 5. Implementation, Monitoring & Evaluation Framework for the Sport Sector 17 5.1 Implementation Framework 17 5.2 Monitoring and Evaluation Framework 18 5.3 The Way Forward 20 6. Action Plan for the Sport Sector 21 7. Appendices 39 Vision 2030 Jamaica - National Development Plan Sport Sector Plan 1. Introduction IN 2006, THE GOVERNMENT of Plan . It is one of thirty-one sector plans Jamaica (GOJ) mandated the Planning that form the foundation for Vision 2030 Institute of Jamaica (PIOJ) to lead the Jamaica – a 21-year plan based on a preparation of a comprehensive long- fundamental vision to make ‘Jamaica term National Development Plan (NDP) the place of choice to live, work, raise which would place Jamaica in a position families, and do business,’ and on to achieve developed country status by guiding principles which put the 2030. Development of the Plan began in Jamaican people at the centre of the January 2007 and thirty-one Task Forces nation’s transformation. (TFs) including the Creative Industries and Sport Task Force were established Vision 2030 Jamaica will strengthen the thereafter. The TFs represent sectors and role of sport in national development by: areas critical to the achievement of the broadening opportunities for national goals and have been charged participation in recreational and with responsibility for developing the competitive sports for persons of all age relevant long-term sector plans. groups; increasing facilities for sporting events at the national, community and The Creative Industries and Sport Task school levels; increasing the number of Force commenced the Plan preparation trained coaches, administrators, and exercise in April 2007, leading to the other personnel; strengthening the completion and submission of a 1 st draft institutions for sport education and report for the long-term development of administration; and establishment of Creative Industries and Sport in Jamaica. appropriate and effective policies, Subsequently, this Task Force was legislation and regulations to promote reorganized, with the establishment of a sport participation. Through its strategies stand-alone Sport Task Force, and the and actions, Vision 2030 Jamaica also merger of Creative Industries with the plans to increase the growth of sport as a Culture and Values Task Force to form a business and commercial activity with consolidated Culture, Creative Industries potential to contribute to Jamaica’s and Values Task Force. Following economic development, and to ensure review and stakeholder consultation, and the consistent production of elite athletes preparation of an action plan for the who can compete at the highest levels of sector, the Sport Sector Plan for Vision international sport. 2030 Jamaica was completed in 2009. The preparation of the Plan was This Sector Plan for Sport is one of the supported by a quantitative systems strategic priority areas of the Vision dynamics computer model – Threshold 2030 Jamaica - National Development 21 Jamaica (T21 Jamaica) – which 1 supports comprehensive, integrated This Sector Plan for Sport is structured planning that enables the consideration in the following main chapters as of a broad range of interconnected follows: economic, social and environmental • Situational Analysis factors. The T21 Jamaica model is used • SWOT Analysis to project future consequences of • Strategic Vision and Planning different strategies across a wide range Framework of indicators, and enables planners to • Implementation, Monitoring & trace causes of changes in any variable Evaluation Framework or indicator back to the relevant • Action Plan assumptions and policy choices. This sector plan was developed using the following processes: • Participation of Task Force Members 1 through Task Force Meetings 2 that were used to solicit ideas and views on Creative Industries and Sport issues and challenges facing Jamaica as well as identifying a vision for Sport in Jamaica, and determining key goals, objectives and strategies for the sector • Research on international best practices in Sport that could be adopted in the Jamaican context • Hosting meetings with sport stakeholders • Review of relevant documentation on the Sport sector. • Development of a detailed Action Plan with responsible agencies and time-frames for implementation. 1 See Appendix 1 for List of Members of the Creative Industries and Sport Task Force/Sport Task Force. 2 See Appendix 2 for Listing of Task Force Meetings. 2 Vision 2030 Jamaica - National Development Plan Sport Sector Plan 2. Situational Analysis – Jamaica’s Sport Sector 2.1 Overview JAMAICA IS DISTINGUISHED by the world-wide reach of its culture, including music and sport. The National Culture Policy of 2003 sees culture playing an important role in Jamaica’s national development through promotion of positive national self-identity, development of cultural industries and institutions, and cultural linkages to entertainment, education, science and technology, intellectual property rights, media, industrial development, tourism, environment and heritage. One of the most powerful manifestations of Jamaica’s cultural heritage is in the field of sport. Jamaica has demonstrated the ability of its sportsmen and sportswomen to compete successfully at the highest international levels for almost a century. Athletes such as George Headley, Herb McKenley, Donald Quarrie, Merlene Ottey, Michael McCallum, Courtney Walsh, Veronica Campbell, Usain Bolt and Asafa Powell have become national icons who have contributed to the fame of Jamaica in ways that are comparable to the contributions made by the island’s most famous creative artistes. The successes of national sporting teams such as the Reggae Boys (in football) and Sunshine Girls (in netball) in international competitions, and the performance of the Jamaican track and field team at the Beijing Olympics, have provided occasions for unprecedented demonstrations of national pride and unity. While the greatest successes have come in track and field events, the range of sports in which Jamaicans have recorded significant international achievements also include cricket, football, netball, boxing, tennis, cycling, swimming, bobsledding and table tennis. While a full discussion of Jamaica’s sporting accomplishments is beyond the scope of this sector plan it is relevant to note that these achievements have not rested only on the raw talents of athletes but also have been supported in most cases by sustained programmes of training and development involving collaboration between the public sector, private sector and voluntary organizations. The most successful example of this model has been the ongoing partnership between the Jamaica Olympic Association (JOA), and national sporting organizations such as the Jamaica Amateur Athletic Association (JAAA), the Institute of Sport (Insport) and private sector sponsors that has contributed to the world-class achievements of Jamaican athletes at the junior and senior levels for over half a century. 3 Situational Analysis 2.1.1 Policy and Institutional Framework The National Sports Policy of 1994 seeks to use Jamaica’s comparative advantage in sports to support economic and social development and included the establishment of the National Council on Sport. The National Industrial Policy (NIP) of 1996 also targeted sport as a strategic priority for Jamaica’s economic development. Overall policy guidance for the development of sport in Jamaica rests with the Minister responsible for Sport, presently within the portfolio of the Office of the Prime Minister. Insport is the main public sector institution responsible for promotion of the development of sport, including sport development in primary and junior high schools and community sports programmes. The Inter Secondary Schools Association (ISSA) was founded in 1910 with the mandate to facilitate the development of secondary school sports through competition, including flagship events such as Boys and Girls Champs (track and field), Manning and DaCosta Cups (football), and the Sunlight Cup (cricket). A total of some 23,792 students participated in ISSA competitions in 2006. At the tertiary level the GC Foster College is the main sports education institution, the only one of its kind in the English-speaking Caribbean, with degree, diploma and certificate programmes, and the capacity to train physical education teachers for Jamaica and the Caribbean region. The main organizations responsible for sport development beyond the school system include the Social Development Commission (SDC) which guides organized sport activities at the community level, and a range of sport associations which promote and organize recreational and competitive activities for particular sports. The Jamaica Olympic Association has overall responsibility for sports that are part of the Olympic Games. The main national sporting associations include the Jamaica Badminton Association, Jamaica Cricket Association, Jamaica Special Olympics Association, Jamaica Football Federation (JFF), Jamaica Basketball Association, Jamaica Netball Association, Jamaica Hockey Federation, Amateur Swimming Association of
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